Leadership

PSYCH 485 blog

Navigating Diversity, Equity, and Inclusion in Biopharmaceuticals: A Summer Intern’s Journey

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As I reflect on my transformative journey during a summer internship in the biopharmaceutical sector, I was immediately immersed in an environment where leadership dynamics mirrored the findings outlined in Northouse’s exploration of gender gaps in managerial positions. The organizational hierarchy had a ton more male leadership, which aligns with Northouse’s research showing the need to address systemic barriers hindering gender diversity in leadership roles.

As the summer continued and I became more entrenched into my role, I saw firsthand the nuances of gender biases within managerial roles, resonating with Schein’s exploration of sex role stereotypes. Male leaders were often praised for assertiveness and decisiveness, qualities associated with transformational leadership styles, while female leaders faced greater scrutiny and challenges in ascending through organizational hierarchies. This highlighted the tension between gender stereotypes and leadership effectiveness, which shows the insights of Eagly and Karau’s research on role congruity theory.

Navigating through various departments including Human Resources as well as Media and Communications, I observed subtle yet significant differences in the treatment and expectations placed upon male and female leaders. Male leaders were more likely to be afforded opportunities for career advancement and recognition, while female leaders faced barriers rooted in ingrained biases and perceptions. This was shown in one of our presentations that was across teams when the men and women who were on the same team had to present on a topic but only the men were given praise for it and credit although they all worked on it.

During my short internship in this position as a summer internship I noticed these differences and attended several exit interviews where I noticed that they had a couple of things in common- diversity concerns within leadership. I brought this up with my manager and proposed that we create ERG groups. However she was skeptical regarding the feasibility of establishing Employee Resource Groups (ERGs), I leveraged my role in the culture committee to initiate dialogue on inclusive practices.

As I dived deeper into HR practices within our company and as the summer went along, I confronted the realities of diversity challenges within our organization. I engaged with talent acquisition teams to address recruitment strategies for underrepresented groups. The gender skew in leadership positions showed a need in our efforts to promote diversity and inclusion, echoing the sentiments echoed in Eagly’s research on gender prejudice and preference for gender similarity in promotion decisions.

As I embark on the next phase of my journey, I carry with me invaluable lessons learned from my internship experience. The intersectionality of theory and practice has equipped me with the tools and insights needed to navigate the complexities of leadership in a rapidly evolving world. I will continue to fight against gender biases within the workplace even though some of my ideas were shut down the first time- I hope to make a difference by challenging existing norms and advocating for change.

References:

Northouse, P.G. (2013). Leadership: Theory and Practice.

Schein, V. E., & Mueller, R. (1992). Sex role stereotyping and requisite management characteristics: A cross cultural look. Journal of Organizational Behavior, 13(5), 439-447.

Eagly, A. H., & Karau, S. J. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review, 109(3), 573-598.

The TikTok Ban: A Case Study in Servant Leadership

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In the fast-paced world of social media, TikTok has emerged as a cultural phenomenon, boasting over 150 million users in the United States alone. Among these users was Democratic Representative Jeff Jackson, who harnessed the platform to engage with his constituents in a refreshingly honest manner. However, as the TikTok ban loomed large due to ALLEGED national security concerns, Jackson found himself at the center of the problem that tested his commitment to servant leadership principles. The ban would force the TikTok company to be sold to an ally of the United States. But, who would sell the company when it is bringing is so much revenue from more countries than America? It is not plausible that this company worth 66 BILLION dollars would sell their company just because one country is threatening to have their users opt-out of using it.

Servant leadership, as defined by Greenleaf (1970), emphasizes the leader’s commitment to serving others’ needs and fostering their growth. This approach contrasts with traditional leadership models focused solely on authority and control.

Representative Jeff Jackson’s TikTok journey exemplifies the potential of servant leadership in action. By adopting the persona of “Congressman Nobody,” Jackson positioned himself as an approachable and honest advocate for his constituents. Through regular updates on TikTok, he provided valuable insights into government proceedings and engaged directly with users on pressing issues.

The TikTok ban debate sheds light on the complexities of leadership in the digital age. While concerns about national security are valid, the decision to ban TikTok raises questions about fairness and consistency. Major social media platforms like Facebook/Meta and Instagram have faced their share of data privacy controversies, yet they remain operational. This contrast shows the need for a nuanced approach to leadership, one that balances security concerns with ethical considerations and user interests.

As a follower of Representative Jackson’s TikTok account, I was initially impressed by his commitment to transparency and accessibility. However, his vote in favor of the TikTok ban left me feeling conflicted. While I understand the importance of national security, I also question the rationale behind targeting TikTok specifically. Jackson’s subsequent apology and explanation offered some clarity but raised further concerns about the secrecy surrounding sensitive information.

The TikTok ban saga serves as a poignant reminder of the challenges inherent in leadership, particularly in the ever-evolving landscape of social media. While leaders must prioritize national security, they must also uphold principles of fairness, transparency, and accountability. Servant leadership provides a valuable framework for navigating such complexities, emphasizing the importance of serving others’ needs and fostering trust within communities.

References:

Greenleaf, R. K. (1970). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.

Leadership Challenges in Cross-Cultural Recruitment

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Entering my internship journey within the People and Operations department of a big tech company, I found myself immersed in a new and bustling environment where diversity was embedded in the company culture and within the team. From Canada to Brazil, Shanghai to various parts of the USA, our team represented a multitude of cultures and talents. A couple of months into my internship, the team encountered an incredibly tight deadline where we HAD to deliver. Before going into the scenario, team leadership involves the equal assigning of leadership roles among team members, fostering collaboration, communication, and mutual support to achieve collective goals.

My internship experience is a demonstration to important team leadership principles, one of the principles being shared leadership. Drawing from Tuckman’s stages of group development (Tuckman, 1965), our team went from forming to producing, with each member having leadership roles based on their own expertise and strengths. This leadership approach made us able to use diverse perspectives and drive innovation, which was one of our core concepts at the time. In the middle of a critical recruitment drive for a program that we had to meet the deadlines for, our team encountered a challenge that was more pressing than the tight deadlines.

During the post-Covid year, we had to source top-tier talent among the fierce industry competition, cultural nuances emerged as a significant hurdle. The different communication styles, and contrasting expectations among team members and even from our manager made our recruitment efforts halt to a complete stop. Confronted with this formidable challenge, our team embraced the importance of shared leadership, and we assigned team leaders. The team leaders provided a roadmap for our recruitment strategy, while the less than satisfactory performance situation fostered open communication and collaboration. Using our collective strengths, we navigated through cultural barriers with empathy and understanding, fostering an inclusive team culture built on mutual respect and trust.

The cross-cultural recruitment dilemma served as a lesson for our team, offering insights into the power of shared leadership. By embracing diversity and leveraging shared leadership principles, we transcended cultural barriers, maximized efficiency, and achieved remarkable outcomes. The experience showed the importance of fostering an inclusive team culture, where every member is empowered to contribute their unique strengths.

As I reflect on my internship journey, I am reminded of the transformative power of shared leadership in unlocking team potential amidst cross-cultural challenges. Moving forward, shared leadership, fostering inclusive team cultures, and empowering individuals to thrive in diverse and collaborative environments will follow me throughout my career.

References:

  • Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384-399.
  • Northouse, P.G. (2021). Leadership: Theory & Practice (9th e.d.). SAGE Publishing.

Casual Supportive Leader

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As college students, I often find myself with many different commitments, from academics to internships, each presenting different challenges and opportunities for growth. Reflecting on my recent internship experience at the university, I’ve come to appreciate the valuable insights gained from navigating a leadership dynamic that was both casual and effective. Throughout my internship, I was working under a manager who had a casual leadership style. Unlike traditional corporate environments, my manager had a relaxed and approachable atmosphere. She greeted everyone with a warm smile and encouraged open communication, creating almost a sense of camaraderie within the team.

Despite her casual attitude, my manager had a strong sense of dedication to her role. She was incredibly knowledgeable and experienced in her field, providing invaluable guidance and mentorship to myself and our other interns. Her approachability made it easy for us to seek advice or clarification on tasks, fostering a supportive learning environment conducive to personal and professional growth. One of the most interesting aspects of my manager’s leadership style was her ability to balance professionalism with authenticity. While she maintained high standards for our work and expected accountability, she also recognized the importance of work-life balance and prioritized employee well-being. She encouraged us to take breaks when needed and emphasized the importance of self-care, demonstrating a genuine concern for our overall happiness and success.

Furthermore, my manager’s emphasis on open communication and encouragement of personal growth echoes the principles of supportive leadership discussed in class. By creating a space where questions were welcomed, feedback was constructive, and individual development was valued, she empowered us to thrive and excel in our roles.

In essence, my internship experience exemplified the transformative power of supportive leadership. Through her casual yet effective approach, my manager not only facilitated our professional development but also instilled in us a sense of belonging and purpose. As I continue my journey, I am grateful for the invaluable lessons learned from her leadership style, which serves as a reminder of the profound impact that supportive leadership can have on individuals and teams alike.

As I continue my academic and professional journey, I will carry these lessons with me, striving to emulate the qualities of leadership that made my internship experience truly memorable. Whether in the classroom or the workplace, I am grateful for the opportunity to learn from inspiring leaders who shape not only our careers but also our character and values.

Northouse, P. G. (2021). Leadership: Theory & Practice (9 ed.). Thousand Oaks, California: Sage Publications, Inc.

The Interplay of Leadership, Followership, and the MeToo Movement

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In the intricate relationship between leadership and followership, the interplay reveals a profound relationship, where followers shape the essence of effective leadership. Adding to this complex narrative is the MeToo movement, a contemporary movement that shows the significant role followers play in challenging systemic issues. This exploration seeks to connect the theoretical insights from followership perspectives with the real-world impact exemplified by the MeToo movement.

The MeToo movement, sparked by revelations surrounding figures like Harvey Weinstein, serves as an illustration of followers challenging leaders to address systemic issues of sexual harassment and abuse. The movement empowered individuals to break the silence, exposing issues in various sectors.

MeToo represents followers challenging power structures, where victims of harassment and abuse collectively stood against powerful leaders, demanding accountability. This aligns with the relational-based perspective, emphasizing the active role followers play in shaping leadership outcomes.

The MeToo movement mirrors leadership theories emphasizing diverse perspectives and responsible decision-making (Northouse, 2021). Followers challenging abusive behavior aligns with the relational-based perspective, showcasing the active influence of followers on leadership dynamics.

MeToo demonstrates the transformative power of followership, where individuals collectively influence organizational culture. It aligns with the insights from Carsten, Harms, and Uhl-Bien, emphasizing followers’ ability to actively support or challenge leaders based on critical thinking and organizational mission alignment. As we navigate the complex dynamics of leadership and followership, the integration of the MeToo movement showcases the transformative potential when followers actively engage in shaping leadership outcomes. The theoretical foundations of followership provide a lens through which we can understand and appreciate the evolving nature of leadership, with followers emerging as catalysts for change.

References:

  • Carsten, M. K., Harms, P., & Uhl-Bien M. (2014). Exploring historical perspectives of followership: The need for an expanded view of followers and the follower role.
  • Lipman-Blumen, J. (2005). Toxic leadership: When grand illusions masquerade as noble visions.
  • Northouse, P .G. (2018). Leadership: Theory and Practice. Los Angeles: Sage Publications.
  • Uhl-Bien, M., Riggio, R. E., Lowe, K. B., & Carsten, M. K. (2014). Followership theory: A review and research agenda. The Leadership Quarterly, 25, 83–104.
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